Analysis of Leadership and Management in Starbucks Operations

This report provides an analysis of leadership and management roles within the context of Starbucks. It begins by defining and comparing the characteristics and responsibilities of leaders and managers, highlighting their distinct contributions to organizational success. The report then delves into the functions of management, including planning and organizing, crucial for driving an enterprise towards its goals. Furthermore, it explores various theories of leadership, such as the trait theory and style theory, which help to understand the diverse approaches to leading teams. The report also touches upon the bargaining power of buyers and suppliers, which are crucial for a business like Starbucks. Finally, the report concludes by emphasizing the importance of adapting leadership styles to different situations and acknowledges the impact of leadership on performance. The report includes references to academic sources like books and journal articles related to operations management and leadership. This document is available on Desklib, a platform providing study tools for students, including past papers and assignments.

Management and Operations

TABLE OF CONTENTS
 INTRODUCTION
 P.1 Define and compare the different roles and characteristics of a leader
and a manager.
 Conlcusion

INTRODUCTION
 Management can be defined as an activity of administrating people as well as different
tasks within an organization. It is the activity which assist in driving an enterprise
towards success.
 Study emphasizes on identifying the difference between both role of leader and
manager in Starbucks. It is basically a coffee company located in Washington.
 The report will also include detailed information about theory of leadership. It will
also highlight the function of management in an enterprise.

P.1 Define and compare the different roles and
characteristics of a leader and a manager.
 Leaders and Managers plays a crucial role in the organisation to achieve the desire goals and
objectives of the company.
 It is fact that without leaders it is not possible to reach the goals of the company. Organisation
either big or small, leaders and managers are essentially needed.
Leaders:
 they are defined as the individual who control the activity of group of member as well as
guide them to achieve the objectives of the firms.
 Leader is the person who guide, inspire and influenced people towards the right direction so
that they can do work inn more precise manner.

Difference between Leaders and Managers
Leaders Manager
 The person who influenced their
subordinates to accomplish the specified
goals.
 Leader pt all possible efforts to inspire,
motivate and engage employees at
workplace.
 The main objective of leader is to bring
and implement the change within
organisation.
 Leaders are the person who takes all the
risk at workplace.
 The person who plans, organise,
coordinate and control all the
activities of the company.
 Whereas, managers used to
emphasize setting, measuring as
well as accomplishing the desire
goals and objectives.
 Whereas, managers refine the
process and systems in order to
make thing in more better way.
 On the other hand, managers control
the risk.

Functions of Managers
 Planning:
 This is one of the fundamental function of a manager as they do planning and look ahead.
Manager decide for future in advance and take most appropriate actions to achieve the goals.
By planing functions managers of the company bridges the gap where company is standing in
present and what company wants to achieve.
 Organizing:
 The process of assembling all the resources in a designated manner is known to be the
function or organizing. In order to develop the productive relationship, manager bring the
financial, human and physical resources together so that the goals of the company is
achieved.

CONTINUE
Theories of leadership
 Trait theory of leadership : It is the hypothesis which is based on assumption
that it is the characteristics of an individual which assist them in becoming
successful leader. Trait theory of leadership is also based on belief that leaders
are born with certain qualities. According to this hypothesis behavioural
characteristics are common in all types of leaders.
 Style theory of leadership : This theory emphasizes on the activities which are
performed by different leaders. It also has focus on the way leaders behave.

CONTINUE
Bargaining power of the buyer ( Medium ) - As customers are consider as the king
of the customers. As buyers are consider as the strength of the company and also as
the small and medium business has the strong and good relationship with the
customers. So Giacom deliver the best services to the customers and also according
to their needs and wants. And in low prices with high quality of the services.
Bargaining power of Supplier ( high ) – As supplier plays a very important role in the
business. As supplier will all depend upon the profitability of the business. As
Giacom is working for managing its rates and quality services. As there are many
big IT companies hence supplier will focus on those company rather than an small
and medium enterprise like Giacom. So it is very important for the enterprise to
maintain a strong relationship with the supplier

Competitive advantage
Basis GIACOM Overreacher International company
Products and service It provides all IT services to their
customers.
Pricing strategy It uses competitive pricing strategy. It uses seasonal pricing strategy
Marketing strategy It uses traditional marketing strategy. It uses modern and traditional
marketing strategy.

Conclusion
 It has been concluded from the report that leaders are required to adopt the leadership
style according to the situation.
 The other fact which has been concluded is that the leadership style adopted by leaders
have significant influence on their own as well as followers performance.

References
Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and practice for
strategic impact. Pearson UK.
Terwiesch, C., 2019. Empirical Research in Operations Management: From Field Studies to Analyzing
Digital Exhaust. Manufacturing & Service Operations Management.
Hazen, B.T., Skipper, J.B., Boone, C.A. and Hill, R.R., 2018. Back in business: Operations research in
support of big data analytics for operations and supply chain management. Annals of Operations
Research, 270(1-2), pp.201-211.
Svensson, A. and Hedman, E., 2018, September. Knowledge Management for Operations Management
Within Health Care. In European Conference on Knowledge Management (pp. 847-XXVI). Academic
Conferences International Limited.
Choi, T.M., Wallace, S.W. and Wang, Y., 2018. Big data analytics in operations management. Production
and Operations Management, 27(10), pp.1868-1883.

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